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The more you can learn about how people handle adversity, the more astutely you can judge them.
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243 |
 |
You can easily judge the character of a man by how he treats those who can do nothing for him. – Goethe
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163 |
 |
…there are moments, particularly in times of stress… when our snap judgments and first impressions can offer a much better means of making sense of the world.
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14 |
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Snap judgments and rapid cognition take place behind a locked door.
|
51 |
 |
…if we are to learn to improve the quality of the decisions we make, we need to accept the mysterious nature of our snap judgments.
|
52 |
 |
Snap judgments can be made in a snap because they are frugal, and if we want to protect our snap judgments, we have to take steps to protect that frugality.
|
143 |
 |
Overloading the decision makers with information… makes picking up that signature harder, not easier. To be a successful decision maker, we have to edit.
|
183 |
 |
Perhaps the most common – and the most important – forms of rapid cognition are the judgments we make and the impressions we form of other people.
|
194 |
 |
Our powers of thin-slicing and snap judgments are extraordinary. But even the giant computer in our unconscious needs a moment to do its work.
|
233 |
 |
Bosses ought to be judged by what they and their people get done and by how their followers feel along the way.
|
38 |
